This document outlines a process excellence (PX) approach for an organization. It recommends establishing an executive sponsor and champion to define the vision and strategy. A senior PX consultant would manage improvement initiatives and mentor trained colleagues. The goals are to strengthen operations, transform business models, build the enterprise, and steward resources. Success is measured through improved customer satisfaction, standardized processes, operational excellence, and financial savings. The approach involves training colleagues and embedding continuous improvement into the organizational culture.
Leicestershire County Council - Investing in a PMO During Tough Times - Futur...Wellingtone
Presented by Scott Young, PMO Manager - LCC
Workshop Synopsis: Operating in a world of austerity has made the establishment of a PMO that explicitly and visibly adds value absolutely crucial at Leicestershire County Council. Demonstrating that the PMO is more than a ‘taking notes and setting up meetings’ function has been the challenge over the last 2 years and Scott will share some of the ups and downs of this journey, some of the key learning from his experience and how the PMO is now evolving to be sustainable beyond the end of austerity.
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
Wellingtone - Developing Effective PMO Skills Like a Jedi - FuturePMO 2018Wellingtone
Presented by Emma-Ruth Aranaz-Pemberton
Presentation Synopsis: According to our research only 47% of organisations invest in accredited training and development for their delivery teams. The remaining 53% are developing their skills through untested or self-learning; but this is not the best approach for our PMO people who bring change and transformation to organisations.
It’s a VUCA world out there, change is the new normal, and it is no different for the training & development world. In Japanese culture, the art of mastering a skill takes a learner through three distinct stages: Shu (copy), Ha (individualise), and Ri (enlighten). ShuHaRi has been used for centuries but can also be applied to the modern world.
In this practical session, Emma-Ruth will provide some insights into your skills and development opportunities through a taster session of the Wellingtone PMO Competency Framework and inspire you, so you can ShuHaRi your way to success!
Leicestershire County Council - Investing in a PMO During Tough Times - Futur...Wellingtone
Presented by Scott Young, PMO Manager - LCC
Workshop Synopsis: Operating in a world of austerity has made the establishment of a PMO that explicitly and visibly adds value absolutely crucial at Leicestershire County Council. Demonstrating that the PMO is more than a ‘taking notes and setting up meetings’ function has been the challenge over the last 2 years and Scott will share some of the ups and downs of this journey, some of the key learning from his experience and how the PMO is now evolving to be sustainable beyond the end of austerity.
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
Wellingtone - Developing Effective PMO Skills Like a Jedi - FuturePMO 2018Wellingtone
Presented by Emma-Ruth Aranaz-Pemberton
Presentation Synopsis: According to our research only 47% of organisations invest in accredited training and development for their delivery teams. The remaining 53% are developing their skills through untested or self-learning; but this is not the best approach for our PMO people who bring change and transformation to organisations.
It’s a VUCA world out there, change is the new normal, and it is no different for the training & development world. In Japanese culture, the art of mastering a skill takes a learner through three distinct stages: Shu (copy), Ha (individualise), and Ri (enlighten). ShuHaRi has been used for centuries but can also be applied to the modern world.
In this practical session, Emma-Ruth will provide some insights into your skills and development opportunities through a taster session of the Wellingtone PMO Competency Framework and inspire you, so you can ShuHaRi your way to success!
Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Carlos Serra - Strategic PMO, Let's Realise Some Benefits - FuturePMO 2018Wellingtone
Presented by Carlos Serra, Head of Project Support Office, Church of England
Presentation Synopsis: Benefit realisation overlaps across multiple projects and crosses the boundaries between projects and business as usual operations. Because of that, project team are not able to be involved in all phases of a benefits realisation life cycle. In the workshop, attendees will discuss their views and experiences on how a PMO can take a strategic role in the benefits realisation process within an organisation and become a pivotal element of the strategy execution process. At the end, summaries from the groups will be compared to a set of good practices.
AgileDC 2016 - Transform the Corporate Ecosystem for Enterprise AgilityScott Richardson
You have made great progress at the team level with Agile, but your company still does not feel nimble and responsive. What is wrong, and what can you do about it?
In this talk we show how executives and senior leaders can transform their organization/company to create a truly Agile Enterprise, by transforming corporate functions and enterprise shared services.
The corporate ecosystem outside of teams must be transformed to achieve enterprise agility, but it is beyond the scope/authority of team members, managers, and consultants to make these necessary changes; these transformations can only be done by senior leaders and executives. From an executive's viewpoint we will describe the nature of the corporate ecosystem outside of teams and how - if properly transformed - enterprise services can be the missing link between team-level results and real company-wide agility.
Introducing the Portfolio Management SIG, APM Presents 2016
APM Presents..... Project Management in practice
APM Portfolio Management SIG
Thursday 17th March 2016
presented by Steve Leary
APM Governance SIG Webinar
presented by Roger Garrini and supported by Andy Murray
Tuesday 18th October 2016
Directing Agile Change is the first ‘how to’ agile guide published by APM. It seeks to recognise that agile is not limited to software development but can also be applied to many aspects of an organisation.
This webinar will launch the guide 'Directing Agile Change: Guidance to the governance of Agile Project Management', and present its rationale and highlights.
AgileDC 2014: Achieving Enduring Agile Successin Large OrganizationsScott Richardson
Achieving lasting success with Agile in a large organization, division, or enterprise can be a challenge given many competing demands on priorities, budget, and mind-share. Corporate culture and interests at different levels in the organization can also make it difficult to retain the early advantages that Agile brings. How can leaders throughout an organization ensure that Agile is adopted organization-wide and that these benefits will endure?
In this talk we will share the experiences of a large and rapid adoption of Agile at the enterprise scale in corporate America. With focus primarily on executive and senior leadership levels, we will identify specific Agile transformation methods that worked successfully in bringing about stunningly rapid Agile adoption across a large enterprise-wide IT organization, and we will contrast these with less successful management techniques that did not achieve the same results. You will leave with a clear understanding of the critical elements that senior leaders and Agile sponsors can employ to achieve breakthrough Agile adoption and enduring value in your organization.
Just getting your project management office started? Take your project management office to the next level with Line of Sight's practical approach to PMO development. This presentation focuses on early stage development. Contact Line of Sight for more information at www.line-of-sight.com/project-management or call us today at 1-800-434-7126.
How Process Management Creates Change and Drives Innovation: The Genuine Part...EileenTan67
Learn how Genuine Parts Company Asia-Pacific are creating capacity for change, innovation, and continuous improvement. Learn more about heir initial plan, the lessons they learned, and how these can be adapted for your organisation.
Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Carlos Serra - Strategic PMO, Let's Realise Some Benefits - FuturePMO 2018Wellingtone
Presented by Carlos Serra, Head of Project Support Office, Church of England
Presentation Synopsis: Benefit realisation overlaps across multiple projects and crosses the boundaries between projects and business as usual operations. Because of that, project team are not able to be involved in all phases of a benefits realisation life cycle. In the workshop, attendees will discuss their views and experiences on how a PMO can take a strategic role in the benefits realisation process within an organisation and become a pivotal element of the strategy execution process. At the end, summaries from the groups will be compared to a set of good practices.
AgileDC 2016 - Transform the Corporate Ecosystem for Enterprise AgilityScott Richardson
You have made great progress at the team level with Agile, but your company still does not feel nimble and responsive. What is wrong, and what can you do about it?
In this talk we show how executives and senior leaders can transform their organization/company to create a truly Agile Enterprise, by transforming corporate functions and enterprise shared services.
The corporate ecosystem outside of teams must be transformed to achieve enterprise agility, but it is beyond the scope/authority of team members, managers, and consultants to make these necessary changes; these transformations can only be done by senior leaders and executives. From an executive's viewpoint we will describe the nature of the corporate ecosystem outside of teams and how - if properly transformed - enterprise services can be the missing link between team-level results and real company-wide agility.
Introducing the Portfolio Management SIG, APM Presents 2016
APM Presents..... Project Management in practice
APM Portfolio Management SIG
Thursday 17th March 2016
presented by Steve Leary
APM Governance SIG Webinar
presented by Roger Garrini and supported by Andy Murray
Tuesday 18th October 2016
Directing Agile Change is the first ‘how to’ agile guide published by APM. It seeks to recognise that agile is not limited to software development but can also be applied to many aspects of an organisation.
This webinar will launch the guide 'Directing Agile Change: Guidance to the governance of Agile Project Management', and present its rationale and highlights.
AgileDC 2014: Achieving Enduring Agile Successin Large OrganizationsScott Richardson
Achieving lasting success with Agile in a large organization, division, or enterprise can be a challenge given many competing demands on priorities, budget, and mind-share. Corporate culture and interests at different levels in the organization can also make it difficult to retain the early advantages that Agile brings. How can leaders throughout an organization ensure that Agile is adopted organization-wide and that these benefits will endure?
In this talk we will share the experiences of a large and rapid adoption of Agile at the enterprise scale in corporate America. With focus primarily on executive and senior leadership levels, we will identify specific Agile transformation methods that worked successfully in bringing about stunningly rapid Agile adoption across a large enterprise-wide IT organization, and we will contrast these with less successful management techniques that did not achieve the same results. You will leave with a clear understanding of the critical elements that senior leaders and Agile sponsors can employ to achieve breakthrough Agile adoption and enduring value in your organization.
Just getting your project management office started? Take your project management office to the next level with Line of Sight's practical approach to PMO development. This presentation focuses on early stage development. Contact Line of Sight for more information at www.line-of-sight.com/project-management or call us today at 1-800-434-7126.
How Process Management Creates Change and Drives Innovation: The Genuine Part...EileenTan67
Learn how Genuine Parts Company Asia-Pacific are creating capacity for change, innovation, and continuous improvement. Learn more about heir initial plan, the lessons they learned, and how these can be adapted for your organisation.
A Framework for Synergy, Collaboration, Exploration, Creativity, Discovery & Innovation. A Team activity to balance need, function & cost.
bsauter@workbench20.com
www.workbench20.com
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
PMO's and the CxO
Tuesday 6 June 2023
APM PMO Specific Interest Group
Presented by:
Paul Evans
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/pmos-and-the-cxo-webinar/
Content description:
The majority of projects have either PMO’s or people who fulfill this function coupled with the governance that reports up the chain to the CxO level. In theory, this should enable any issues arising to be evident early so clear direction and support can be provided to resolve the issue. After all the success of the project is in the interest of the board as well as the project team. So why is there often friction between the two and many projects struggle to obtain the support or even interest of the board? This webinar looked at the roles and responsibilities of the CxO and the PMO and the issues that arise that prevent the two working effectively together. Solutions such as a Chief Project Officer and Enterprise PMO are then explored.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 4,000 hours of work. It summarizes our combined 100+ years of experience advising executive teams around the world. And it includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates, tutorials, real-life examples, video training, and best practices to help you:
-Make your strategy happen and boost your company’s performance
Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach
-(I) Carry out your business case for change: (1) Situation, key challenge and proposed solution, (2) Project objectives and key performance indicators (KPIs), (3) Project scope, approach and team, (4) Key activities and deliverables, (5) Strategic alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of implementation
-(II) Define your operating model and organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent management, (5) Processes, (6) Technology, (6) Culture
-(III) List your potential initiatives for each pillar
-(IV) Create your business cases and financial models to assess potential initiatives
-(V) Prioritize, plan and implement your projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project implementation: agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and lessons learnt, (8) Post program evaluation and lessons learnt
-(VI) Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-(VII) Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
The Strategic PMO - 7 elements of successful strategy execution PMIUKChapter
In this presentation, Matt Williams draws on his international experience and expertise to make the case for ‘The Strategic PMO’, as he outlines 7 elements of successful strategy execution that include; the formulation of a strategic plan, prioritizing projects and creating a winning culture.
He demonstrate how the implesmentation of Amplify™ software supports each of the 7 elements, whilst addressing many of the common causes of failure.
Matt Williams is the founder and CEO of Amplify-Now Inc., who provide innovative systems for organizations looking to create significant value through the effective execution of strategic change.
Matt has 20 years of experience systems working with Project Management Offices and Strategy Management Offices, with a particular focus on measuring and reporting on the business impact of strategic initiatives.
See also Mentimeter results - http://bit.ly/StrategicPMOMentiResults
Strategic Management: The Ultimate Goal of Strategic Planning Kathy Brandt
Developing a strategic plan is the first step in leading a strategic organization. The efficacy of the plan is judged not by how many goals you achieve, but in how well you utilize the plan to strategically lead your organization. According to the Balanced Scorecard Institute, strategic organizations implement processes to “systematically coordinate and align resources and actions with mission, vision and strategy.”
Determining Organizational Fit for Transformation SuccessCelonis
When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis.
Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization.
In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups.
Presenter:
Alessandro Petri, Senior Customer Success Manager, Celonis
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
This Masterclass is used to provide an introduction to the world off multi-national consulting, problem solving, client relationship skills and project management for first year post MBA Associate Consultants. We have used this introductory module and others in the series to help McKinsey, BCG, Deloitte and KPMG in Africa, China and Australia bring their new hires up to speed
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Extending business performance within the organisation - The role of FinanceMehdi J. Alaoui
Finance dpt and particularly the CFO has a key role to play in the business performance implementation:
- Performance Management needs a frame: Process Management
- Momentum must be led by top management: Lead by example
- All the company need to be aligned: Integrated performance management systems rely on a comprehensive,
- Involvement and commitment of People is a key success factor
- Integrated set of Key Performance Indicators (KPIs) that manage performance throughout and across all levels of an organization
- Continuous improvement by increasing understanding of the core issues driving the performance
- Company must be leaner to be stronger and faster
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
2. Where to begin?``
What does success look like?
What do we need to do?
How should we approach it?
What is the vision, strategy? objective?
3. Strategic Focus Areas
1. Strengthen the Operating Model
2. Transform Business Models
3. Build an Enterprise
4. Steward Resources
5. Attract, Retain and Develop Great Leaders and
People
3
4. Structure for Success:
Top Down ApproachExecutive
Sponsor
Champion
Sr. Process Excellence
Consultant /CSI
Manager
Process Excellence
Consultant
Trained Colleagues
5. Organizational Structure
• Executive Sponsor (Role) – Defines Objectives & Strategy
• Champion (Role) – Supports the Vision & Removes Barriers
• Finance Representative (Role) – Provide Assistance and Support Validating
Project’s with financial Savings
• Sr. Process Excellence Consultant/CSI Manager (Full Time Position) -
Experienced Black belt – Manage all Improvement Initiatives – Lead/
Facilitate; Monitor Data, Goals; Support PX Consultants & Mentor Trained
Colleagues (e.g. Green Belts)
• Process Excellence Consultant, (Full Time Position) – Black belt -
Lead/Facilitate Projects & Events to Support Vision/Goal/Strategy
• Trained Colleagues, (Role) – Green belts - Lead projects part time within
their functional Area
6. Structure for Success:
Focus on Strategic Plan
Executive Sponsor
Champion
Sr. Process Excellence
Consultant /CSI Manager
Process Excellence
Consultant
Trained TIS Colleagues
• Process Excellence Initiatives should
support the high-level business strategy
& objectives
• Goals should be set for PX during the
beginning of the Fiscal Year.
• Progress is tracked and validated
throughout the year
• Process Excellence will need support
from Finance for those projects with
financial savings
Finance
Representative
7. Roles & Positions
7
FINANCE REPRESENTATIVE
• Partner with Process Excellence &
Champions as financial consultant
• Assist w/ cost/benefit analysis, financial
validation, & reporting
CHAMPIONS
• Vision & Strategy
• Remove barriers for
process initiatives
• Identify and prioritize
projects
PX CONSULTANTS
• Full-time position
• Methodology experience
• Lead cross-functional teams &
Facilitate events
• Execute Projects
• Culture Change Agent
TRAINED COLLEAGUES
• Part-time role
• Extend reach of PX Consultants on
projects
• Take on projects of their own
• PX focal for their functional area
• Support PX culture growth
• Utilize PX skills in daily work
• Career path development
PROCESS OWNERS
• TIS Management
• Make project suggestions
• Implement solutions
• Ensure improvements are captured and
sustained
• Support PX culture growth
• Recommend colleagues for PX Training
EXECUTIVE SPONSOR
• Global strategy/vision development
• Support development of PX skills
• Infrastructure support
ALL COLLEAGUES
•Understand the vision of PX
•Support improvement projects
•Apply PX concepts
SR PX CONSULTANT/CSI MANAGER
• Full-time position
• Methodology expert
• Lead cross-functional teams &
Facilitate events
• Mentor Trained Colleagues
• Support Consultants
• Responsible for:
•Infrastructure
•Data Tracking
•Results Metrics
• Support project selection
• Execute Projects
• Culture Change Agent
8. PX makes a difference
Identify & Communicate the Key business drivers for
implementing Process Excellence:
Improved Customer Satisfaction
Improved Colleague Satisfaction
Standardized Business Processes
Operational Excellence
Improved Process, Performance, Quality
Savings:
Soft: Reduce Waste, Rework & Defects; Increase Productivity
Hard: Financial impacts to bottom line (expense reduction, revenue
increase….)
9. High Level IS Balanced Scorecard
1.0 Strengthen the Ministry
1.1 Lower Information Security Risk
1.2 Increase Degree of Standardization Across Portfolio
1.3 External Audit
2.0 Transform our Business Models
2.1 Deliver Strategic & Routine Projects On Time
2.2 Deliver Strategic & Routine Projects Within Budget
2.3 Deliver Strategic & Routine Projects Within Scope
2.4 Deliver New Projects with Consistent Platform Components
3.0 Build an Enterprise
3.1 Achieve Operating Performance
3.2 Customer Satisfaction
3.2 Implement SLAs for Core Processes & Core Application Availability
4.0 Steward Resources
4.1 Demonstrate Return/Payoff from Investments
4.2 Execute Capital Plan
5.0 Attract, Develop & Retain Great Leaders & People
5.1 Improve Colleague Engagement
9
• Improve processes,
performance, & quality
• Financial Savings
(Reduce Expense,
increase revenue)
• Trained Colleagues –
Career Path
10. Build Culture of Improvement
• Embed PX into how we do business
• Identify Executive Sponsor & Champion
• Establish Improvement Goals:
• PX Overall
• Per department (get skin in the game)
• Individual PA goals
• Development path:
• Retain colleagues with career growth opportunities & Training
• Colleague Training - leads to continuous project work
• Recognition & Reward
• Data Driven decision making